The Setup
The start-up would love to work with Enterprise to conquer a client. They get their meeting with the managerial level of the Enterprise that has an established relationship with the client. A Win-Win, that was the conclusion of the meeting from both parties." Let’s push this as fast as we can!".
Week 1 — Start-up
The start-up is creating the pre-sales documentation to pass through the Enterprise’s tech risk assessment. They finish all the documentation the same day and forward it to the manager.
Week 1 — Enterprise
The manager is trying to get together a project team. Unfortunately, it does not involve only his division. So, he sets up a meeting for the next week.
Week 2 — Start-up
They got a meeting with the client as the solution seems to be important to the client. Unfortunately for the start-up, it was at a low level-a tech person.
Week 2 — Enterprise
The meeting has taken place. Meanwhile, the two managers have set up the team that is scheduled for a kick-off meeting next week.
Week 3 — Start-up
They are in talks with the client, and things escalate to C level. Another meeting is set for week 4, now with the decision-makers.
Week 3 — Enterprise
The kick-off meeting happens. Responsibilities are divided among the participants, and they realize this project can’t be administered in the system. The pre-sales team doesn’t want to book hours on the client as the turnover will go to another division. This division (let’s call it Services) would give money to the pre-sales division, but the estimate of making the risk assessment is beyond budget (it’s the 2-year burn rate for the start-up, which makes the services division upset). So, managers get involved with the administration issues to make money for the project to cover the pre-sales hours.
Week 4 — Start-up
The client is amazed by the solution, but some technical details are missing, which poses a risk. The Start-up is going to need an infusion of 20K. It is going to be a tough call but they understand the huge amount of money they can make eventually.
Week 4 — Enterprise
The managers escalate the problem to the C level and come up with a solution. (This takes two months in real-time, but let’s give some credit to the Enterprise here).
Week 5 — Start-up
The start-up asks for a letter of intent from the Client to help raise the 20k or get a loan for it. The client provides.
Week 5 — Enterprise
Nothing happens. It’s the last two weeks of the quarter, reporting, meetings, crunching the numbers.
Week 5 — Start-up
The start-up hustles for the money as it will yield them a turnover of 1 MM USD over the next year (if they are successful). The banks however do not grant the loan- you have no land, no car, no assets. They are privileged to have the assistance of their families who step in and manage to put together the sum by the end of week 6.
Week 6 — Start-up
The money is collected.
Week 6 — Enterprise
Nothing happens. It’s the last two weeks of the quarter, reporting, meetings, crunching the numbers.
Week 7 — Start-up
They commence work on the project full time, hiring people to speed up the project.
Week 7 — Enterprise
There is a need for a status meeting (where were we last time?). They set up a meeting with the board for next week.
Week 8 — Start-up
A meeting is scheduled with the client for the following week.
Week 8 — Enterprise
The board discusses the idea and approves of the technical risk assessment to be done.
Week 9 — Start-up
The start-up is making the final presentation at the client site.
Week 9 — Enterprise
The tech team meets and begins work.
Week 10 — Start-up
The start-up closes the deal and starts working on the contractual details.
Week 10 — Enterprise
The tech team finishes the assessment; the start-up passes with flying colors.
Week 11 — Start-up
The finished contract is signed.
Week 11 — Enterprise
The client cancels all contracts related to the start-up's service with the Enterprise.
